Here Are 10 C-Words Every Member Should Expect From Their Club’s Leadership
by Dale Petrie
In more than two decades in the private club industry, I believe I’ve heard just about every possible moan, groan and whine from members about their general managers, directors of golf, tennis professionals and just about anyone else with a title on their name badge. So often, in fact, that I’ve been tempted to reply, “Would you like a little cheese with that whine?”
Just last week, I took a call from a member at a Pennsylvania club who was bemoaning the fact that his general manager simply wasn’t creative. The member, a successful restaurant owner himself, knew a thing or two about hospitality, service and keeping customers interested. His complaint stuck with me.
It got me thinking about creativity. Not simply dreaming up another member-guest tournament or themed dinner, but the foresight, imagination and thoughtfulness that members should reasonably expect from those entrusted with running their clubs.
And that got me thinking about other C-words. Now, before your imagination runs away with you, I’m referring to the ones fit to print. The qualities that should define the personality, work ethic and leadership of every director of golf, racquets, aquatics and, yes, even your general manager.
So, members, here’s a little Sunday motivation for you. Let’s see how your club’s leadership compares to these qualities?
The 10 C-Words That Should Describe Your Department Head or Club Manager
One. Consistent. Not only consistency on the tennis court or with the golf swing, but consistent in creating a pathway for the club or department. An inconsistent leader is one without a plan, lacking in preparation for the biggest, but more importantly, the smallest actions. Every action is regarded as a decision by a leader, and each decision should be planned and well thought out. Without consistency, the club or department will be without a pathway, leading to uncertainty among staff and members.
Two. Communicative. Perhaps where club leaders fail the most is in communication. Communicating with both members and staff is a requisite. We must remember that a club leader serves two constituencies—members and staff—and often acts as the vital link between them. Clear, consistent communication is what builds that bridge, fosters mutual understanding and, ultimately, keeps both sides working towards the same goals.
Three. Courteous. This really goes without saying. Courtesy is paramount and yet should not stand in the way of getting things done. Often, being courteous involves just listening. It can be involving yourself in someone’s day by providing a thought, a helpful hint – but it doesn’t include making a judgement – something that is often the downfall of a director. Courtesy is not evident everywhere in the world right now, but members and staff look to a leader for it at a private members club
Four. Charismatic. Charisma is about knowing how to command attention, but also when to step aside. I’ve always said le spectacle continue or, in English, the show must go on. In fact, whether it’s on the court, the practice green or driving range, it is a show. And a director can be the star. A non-charismatic, bland club director may get the job done, but might not have that added panache for a “top-flite” club. A clued-in and outgoing director can create more usage, higher revenues, and a bigger, club-defining vibe. If your club is lacking that je ne sais quoi, then look at the leaders and their charisma. Charisma can and should be about inspiring others, and understanding the volume required to do so is part of being a leader.
Five. Creative. Back to the word that caught my ear, creative. It’s down here at number five. But a long-term director who grows a program or a club must have new ideas, be willing to test them, fail, tweak and try again. Otherwise, the club or department will get stale and boring. A club leader is progressive through creativity. With the change that we have seen with golf clubs attracting a younger, familial demographic, this creative talent is a growing requirement.
Six. Collaborative. I believe this is one of the most enjoyable parts of a team working together, from head professional or executive chef through restaurant manager and director all the way up to club manager. Who really worries about titles, anyhow. It’s a team effort to run a private members club, and that requires a total submission to collaboration. Figuratively, we should all take off our name tag with our position and title and get our hands dirty with others’ great ideas. Long gone are the days where a director of golf or tennis can stand alone in a silo – behind a desk, on the court, or in the dark. Departments work together these days as family members use all the assets of the club.
Seven. Courageous. It takes courage to lead a private members club. It takes even more courage to tell a member, particularly an influential one, something they don’t want to hear. I have seen directors shy away from difficult conversations for fear of upsetting a board member or losing the support of a particularly vocal group of members. But leadership isn’t a popularity contest. A courageous director makes decisions based on what’s right for the club, not necessarily what’s right for their own job security. Although a wise director might always want to say “yes”, sometimes the most courageous word a director can utter is simply “no.”
Eight. Confident. Confidence is not arrogance. In fact, the two are often confused, particularly in our industry. I’ve encountered plenty of directors who think their title alone should command respect. It doesn’t. Confidence comes from preparation, experience and the knowledge that you can deliver what you promise. A confident director doesn’t need to remind everyone who is in charge. Members and staff already know. And perhaps the greatest sign of confidence is being willing to admit when you’re wrong.
Nine. Constructive. There are plenty of critics at every private club. Unfortunately, each critic is usually a stakeholder, but we certainly don’t need another one in the director’s office. A constructive leader doesn’t simply identify problems; they offer solutions. Whether reviewing a disappointing financial statement, dealing with an underperforming employee or responding to a member complaint, the goal should always be improvement rather than blame. Constructive criticism has its place, but only when accompanied by a pathway forward. Anyone can point out what’s wrong. A good director knows how to make it right.
Ten. Compassionate. I’ve saved perhaps the most important for last. Private clubs are people businesses. Behind every payroll number is a person, behind every member complaint is an individual, and behind every decision there is often a family affected by it. Compassion doesn’t mean avoiding difficult decisions or lowering standards. It means understanding the consequences of those decisions. A director who cannot empathize with a struggling employee, an aging member or a colleague facing personal difficulties will never truly understand the business of hospitality. We can teach someone how to manage a budget, organize a tournament or schedule a staff roster. Teaching them to care is considerably more difficult.
So there are my ten C-words. Some can be taught, some can be developed, and some, I suspect, are simply part of one’s character. But when your club next goes looking for a general manager, director of golf or director of racquets, perhaps these ten words should appear on the interview scorecard. After all, an impressive résumé—or curriculum vitae, as we prefer to call it on the other side of the Atlantic—may get someone through the clubhouse door. These ten qualities might determine how long they deserve to stay.
Dale Petrie – a graduate of the Sorbonne in Paris, France – is a former European marketing executive who specialized in the club, restaurant, and leisure industry. He is best known for his work with eateries in the South of France including Club 55. Now retired and a member of several private member clubs, he is a regular contributor to the BeyondTheBaselines.com website and serves as advisor and as marketing consultant to its holding company, SBW Associates, Inc.